| No. | KPI | Formula | Applicability |
|---|---|---|---|
| General corporate indicators | |||
| 1 | Passenger turnover | Passenger turnover in the current period / passenger turnover target (%) | All top managers |
| 2 | FPC performance target — net profit or loss | Actual net profit or loss in the current period / target for the current period (+/- RUB bn) | All top managers |
| 3 | Traffic safety | Incidents per billion carriage kilometres | All top managers |
| Functional indicators | |||
| 4 | Train delays through FPC’s fault due to equipment failures | Y-o-y change in train delays (%) | Managers of the Rolling Stock Management Department and the Traffic Safety Department |
| 5 | Target number of originating passengers | Actual number of originating passengers / target number of originating passengers (%) | Managers of the Transport Management and Sales Departments |
| 6 | Carriage productivity performance | Y-o-y change in passenger turnover / number of carriages in the current period (%) | Managers of the Transport Management Department |
| 7 | Target revenue from auxiliary activities (lease of carriages in FPC trains) | Actual revenue from auxiliary activities / target revenue from auxiliary activities (%) | Managers of the Transport Management Department |
| 8 | Manned locomotive lease cost target | Actual costs / target costs (%) | Managers of the Transport Management Department |
| 9 | Target number of originating trains | Actual number of originating trains / target number of originating trains (%) | Managers of the Transport Management Department |
| 10 | Labour productivity in ticket agencies | Y-o-y change in labour productivity in the current period (%) | Managers of the Sales Department |
| 11 | Target revenue from auxiliary activities in ticket agencies (FPC ticketing divisions) | Actual revenue from auxiliary activities / target revenue from auxiliary activities (%) | Managers of the Sales Department |
| 12 | Customer service quality improvement in ticket offices | Q-o-q change in customer service quality in the current period (+/-) | Managers of the Sales Department |
| 13 | Target revenue from auxiliary activities (third-party rolling stock maintenance and repairs) | Actual revenue from auxiliary activities / target revenue from auxiliary activities (%) | Managers of the Rolling Stock Management Department |
| 14 | Reduction of non-scheduled repairs | Y-o-y change in the number of carriages removed from train sets for repair due to technical failures per million carriage kilometres in the current period | Managers of the Rolling Stock Management Department |
| 15 | Rolling stock maintenance target | Actual number of carriages in operation / target number of carriages in operation (%) | Managers of the Rolling Stock Management Department |
| 16 | Target revenue from on-board services | Actual revenue from on-board services / target revenue from on-board services (%) | Managers of the Passenger Service Department |
| 17 | Improvement in on-board service quality | Q-o-q change in service quality in the current period (+/-) | Managers of the Passenger Service Department |
| 18 | Target revenue from domestic services | Actual revenue / target revenue (%) | Managers of the Marketing and Tariff Policy Department |
| 19 | Cost efficiency of train runs | Y-o-y change in the cost-to-revenue ratio of train runs (+/-) | Managers of the Marketing and Tariff Policy Department |
| 20 | Carriage capacity utilisation target | Actual utilisation of carriage capacity / target utilisation of carriage capacity (%) | Managers of the Marketing and Tariff Policy Department |
| 21 | Timely supply of materials | Actual cost of materials supplied by Roszheldorsnab / Target cost of material supplies as per specifications signed by Roszheldorsnab (%) | Managers of the Procurement and Contracts Department |
| 22 | Fuel and power consumption target | Actual consumption of fuel and power / target consumption of fuel and power (%) | Managers of the Production Development and Technical Policy Department |
| 23 | Capital repairs of buildings, structures and equipment | Actual expenses under the capital repairs programme / capital repairs budget (%) | Managers of the Production Development Department |
| 24 | Reduction of occupational injuries | Y-o-y change in the number of occupational injuries in the current period (%) | Managers of the Production Development Department |
| 25 | Revenue target | Actual revenue / target revenue (%) | Managers of the Financial and Economic Departments |
| 26 | Cost target | Actual costs / target costs (%) | Managers of the Financial and Economic Departments |
| 27 | Target profitability of auxiliary activities | Actual profitability vs. target profitability (+/-) | Managers of the Financial and Economic Departments |
| 28 | Target level of trade receivables (except for receivables from transport services) | Actual receivables / target receivables (%) | Managers of the Financial and Economic Departments |
| 29 | Labour productivity target | Actual labour productivity in the current period / target labour productivity in the current period (%) | Managers of the Financial and Economic Departments |
| 30 | Payroll compliance with the work scope | Actual payroll / payroll as per work scope (%) | Managers of the Financial and Economic Departments |
| 31 | Investment efficiency | Y-o-y change in target ROI in the current period (%) | Managers of the Investment Department |
| 32 | Target revenue from catering | Actual revenue from catering / target revenue from catering (%) | Managers of the Passenger Service Department |
| 33 | Improvement of passenger service quality in dining carriages | Q-o-q change in service quality in the current period (+/-) | Managers of the Passenger Service Department |
| 34 | Target revenue from (unaccompanied) baggage transportation | Actual revenue from (unaccompanied) baggage transportation / target revenue from (unaccompanied) baggage transportation in the current period (%) | Managers of the Transport Management Department |
| 35 | Court victories with FPC acting as defendant | Total value of court cases won by FPC as a defendant in the reporting period / Total value of suits against FPC in the reporting period (%) | Managers of the Legal Department |
| 36 | Staffing | Headcount / Staff number as per staff schedule (%) | Managers of the HR Department |
The above KPI framework is undergoing transformation and will be updated in 2016 to factor in new functions of business units and ensure better alignment around the Company’s strategic goals.
To improve the governance in FPC and align the latest business changes with the Strategy, the Company is about to finalise and introduce a new target system of key performance indicators.
The primary objective of this project is to establish a KPI system that supports the Company’s growth objectives and improvement of its operational and financial efficiency.
As part of the KPI system development, FPC: